Frontline managers, the often overlooked heroes of organizational dynamics, bear the weight of crucial day-to-day operations—from talent development to conflict resolution. The largest managerial cohort, they face mounting complexities, including navigating hybrid and remote work arrangements, prioritizing employee well-being, and addressing labor shortages.
Amidst this whirlwind, the leadership skills once reserved for top-level executives are now vital at mid- and frontline levels. Unfortunately, frontline managers often suffer from a lack of formal development, or training programs that miss the mark.
If business leaders want their organizations to thrive going forward, they need to rethink frontline manager development with a focus on the following key leadership skills that are essential for navigating current work trends.
1. Effective communication
Effective communication and storytelling holds a workplace together and creates an atmosphere where everyone feels valued and heard. This is particularly vital for frontline workers, who in some industries such as manufacturing, often lack the recognition afforded to their salaried colleagues.
Consider your local bank tellers or grocery store clerks—they serve as the face of the business, addressing a wide range of inquiries and issues daily. When in need of assistance or advice, the first person they turn to is their manager. That’s why it’s crucial for frontline managers to be able to communicate clear expectations, provide timely feedback, and cultivate strong relationships with their team.
2. Adaptability
Frontline supervisors are constantly in the fray, navigating unforeseen challenges like supply chain disruptions or being short staffed. The ability to pivot in the moment is essential. However, adaptability extends beyond immediate decision-making. True adaptability involves a holistic approach including assessing long-term trends, identifying issues, and making improvements. This entails monitoring performance data, listening to employee feedback, and knowing what’s working and what’s not.
3. Emotional intelligence
Working on the front lines of an organization can feel like being in a pressure cooker. It demands a high level of emotional intelligence to navigate diverse perspectives and interpersonal dynamics.
Consider this: 57% of workers cite strained relationships with their bosses as the reason for leaving a job. By honing their emotional intelligence, frontline leaders can better manage difficult conversations with their team and cultivate an atmosphere of trust and respect. It also gives them the latitude to implement corrective measures when needed, through active listening, fairness, and empathy.
5 Ways to Lead with Empathy in the Workplace
4. Building strong teams
Frontline managers are at the forefront of creating a supportive team environment. They must recognize that their employees seek not just a job but also belonging and recognition. To meet this fundamental need, frontline leaders must excel in fostering a positive workplace culture that nurtures strong bonds among team members.
They also must stay attuned to the evolving talent landscape within their teams, which can shift with changing customer preferences. They need a deep understanding of their team’s skills and areas for growth. Whether through external talent scouting or internal skill development, frontline managers are pivotal in ensuring their teams remain agile and capable of meeting organizational demands.
5. Developing others
The success of any frontline manager depends on the strength of their team. They require a knack for identifying and nurturing talent, coupled with a deliberate approach to granting autonomy and employee development—both formal and informal—serves as the bedrock of team performance.
When team members can feel their manager’s commitment to their career growth, it fosters loyalty and attracts top-tier talent. Frontline managers must obtain the skills to coach and develop others since the benefits extend beyond individual growth to the collective success of the team.
6. Championing belonging
Belonging isn’t just a warm, fuzzy concept; it’s the catalyst for fostering enduring diversity, innovation, sound decision-making, and ultimately, superior business outcomes. And frontline managers, who often oversee large talent pools, wield significant influence over whether employees feel a sense of belonging within their organization or team.
Through appreciating each person’s uniqueness, showing they care, and actively promoting diversity, frontline managers pave the way for all team members to find a place within the organization where they can thrive.
7. Leading authentically
Frontline managers represent the face or organizational leadership for most frontline workers, and thus have outsize impact on their team’s perception of the organization. Because of this, it’s critical for frontline managers to forge authentic, supportive connections with their teams.
By showing empathy, admitting mistakes, and staying true to their values, frontline managers establish the foundation for meaningful, “real” relationships. These authentic connections not only cultivate trust and loyalty but also inspire teams to achieve shared success.
8. Self-awareness
Nobody wants to be led by a manager who’s oblivious to their own blind spots. Understanding their strengths, weaknesses, quirks, and growth areas equips frontline managers to handle the vast number of decisions they face on a daily basis, and to successfully interact with individuals of diverse viewpoints or personalities. And as the primary leadership role model for many team members, self-awareness isn’t merely a leadership asset for frontline managers, it’s fundamental to modeling good leadership behavior.
9. Learning agility
As the first point of contact between customers and the company, frontline managers play a pivotal role in the organization’s ability to adapt to new customer habits and preferences. They must be able to embrace new experiences and learn (rapidly!) from them.
Additionally, frontline managers must know how to identify the new skills or practices their teams require for continued success. This might involve updating training programs, introducing new policies, or nurturing a culture of ongoing improvement to ensure their teams remain resilient and adaptable in the face of change.
10. Motivating and influencing others
Effective frontline managers recognize that true motivation extends beyond financial incentives. While monetary rewards are important, genuine engagement comes from fostering an environment where employees feel empowered and motivated.
The most effective frontline managers excel not only in rallying their teams but also in acknowledging and celebrating the contributions of each individual. This often involves inspiring others to surpass expectations and go the extra mile, not because of monetary incentives, but out of genuine dedication to a broader purpose or loyalty to a manager.
Take action to develop your frontline managers
Frontline leaders manage about 80% of the workforce but typically receive minimal training upon promotion. Given this, companies can gain a clear competitive edge by prioritizing leadership skill development for this population from the outset.
Although training this sizable and geographically dispersed group poses challenges, there are effective solutions. Online programs, such as Leading Through Disruptive Change by Naris Leadership Academy, offer scalable and impactful leadership development tailored to this vital demographic, and seek to help companies stay ahead of the game. Schedule a call with Dr. Keera to learn more.